ISSN 2348-1218 (print) International Journal of Interdisciplinary Research and Innovations ISSN 2348-1226 (online) Vol. 8, Issue 1, pp: (35-41), Month: January - March 2020, Available at: www.researchpublish.com
STRUCTURAL CAPITAL AND KNOWLEDGE SHARING BEHAVIOUR Christopher Akpotu, Ph.D Department of Management Niger-Delta University Wilberforce Island Amassoma, Nigeria. Email: chrisakpotu4u@yahoo.com
Abstract: This research study examines the empirical relationship between structural capital and knowledge sharing behaviour in deposit money banks. Through a cross-sectional survey design, the study obtained data from a sample of 194 sample subjects using the questionnaire instrument. The data obtained were descriptively and inferentially analyzed using the Spearman Rank Order Correlation Co-efficient. From the analysed data, it was found that (1) system configuration as a dimension of structural capital relates with knowledge sharing behaviour measured by promptness and hoarding. (ii) Work strategy relates significantly with knowledge sharing behaviour in the studied banks; (iii) strategy focus relates significantly with knowledge sharing behaviour in the studied banks. It was concluded that structural capital correlates with knowledge sharing behaviour of work members in the studied deposit money banks. It was therefore recommended amongst others that organization managers should ensure organic work structure that facilitates knowledge sharing in the orgnanizations. Keywords: Structural capital, knowledge sharing behaviour, system configuration, work structure, promptness, hoarding.
1. INTRODUCTION Deliberate organisational effort is channelled at competitiveness therefore has activated more strategic attempts at intangible assets both for operational and administrative responsibilities. Acquiring and sharing knowledge is crucial in today’s knowledge economy. Simply put, creation and diffusion of knowledge have become increasingly important for competitiveness; since it is viewed as a valuable resource that cannot be easily copied by others especially in its tacit form. It is hitherto described as a competitive asset that typify and represent organizational uniqueness therefore constitute basis for gaining competitive advantage (Bonti & Fitz-enz, (2002; Taghizadeh & Zeinalzadeh, 2012; Chang & Lee, 2012; Wu, Lee & Wang, 2012). Davenport and Prusak (1998) reiterates collective knowledge asset and its efficient distribution and dissemination amongst work members. According to the author, it is a process that requires qualitative management for the right knowledge to be acquired. All of these developments have created a strong need for deliberate and systematic approach to acquiring and sharing organizational knowledge. Organizational knowledge is not intended at replacing individual knowledge but to enrich it, contextualize it and make it a strategic resource for goal attainment. Knowledge sharing involves organising knowledge that has been created or acquired and applying it in way that allow knowledge to become formalised and accessible to all. The dissemination of knowledge to all work members is strategically conducted to retain its quality and securing its properties that guarantee its value and inimitability (Pablos, 2004; Talebir & Bahanur, 2012). This also requires supportive workplace mechanisms, frameworks and climate that encourages its mobility among members. Parker & Ro (2015) argues that institutionalizing knowledge for organizational purpose requires deliberate institutionalized practices that are encouraging and supporting quick flow of knowledge. Exploiting the knowledge capability and sharing it among work members according to Billow (2016) is owed to organizational philosophies and system which Sveiby (1997) referred as structural capital. Much of the knowledge sharing literature has been largely correlated with behavioural exhibitions of individuals which undermine the macro level domiciliation of knowledge. The need to explore such institutional and philosophical understanding that supports knowledge sharing is key as sharing based on individual employee circumstance and convenience has resulted to knowledge hoarding (Justin, 2015) and ultimately creating resource shortfall amongst work units. The imperativeness of system data bases and work culture
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